A guide to team incentive systems

Hoffman, Jody R.; Rogelberg, Steven G.

doi:10.1108/13527599810212096

Cited by 26 publications

(25 citation statements)

References 26 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The effect for team‐based rewards on performance was higher than for individual‐based rewards. This result is in accordance with the assumption that a team incentive system signalizes that the organization values the team performance, and therefore, motivation and team performance can improve (e.g., Hoffman & Rogelberg, ). In addition, as suggested by goal‐setting theory, team‐based rewards motivate and reinforce individual performance, and, in addition to individual incentives, they promote cooperative team‐level behaviour (Beersma et al ., ; DeMatteo et al ., ) and therefore improve team performance.…”

Section: Discussionsupporting

confidence: 86%

The effect of financial incentives on performance: A quantitative review of individual and team‐based financial incentives

Garbers

Konradt

2013

J Occupat & Organ Psyc

175

149

View full text Add to dashboard Cite

We meta‐analysed 146 studies (n = 31,861) to examine the effects of individual and team‐based financial incentives on peoples' performance and to explore potential moderators. The overall effect size of the individual incentives (116 studies) was positive (g = 0.32). Moderator analyses revealed effect sizes to be larger for field studies (g = 0.34) than for laboratory studies (g = 0.29), larger for qualitative (g = 0.39) than quantitative performance measures (g = 0.28), and smaller for less complex tasks (g = 0.19). Results on team‐based incentives (30 studies) indicated a positive effect regarding team‐based rewards on performance (g = 0.45), with equitably distributed rewards resulting in higher performance than equally distributed rewards. This relationship was larger in field studies and smaller for less complex tasks. In addition, our results show that the effect of team‐based rewards depends on team size and gender composition. Implications for organizational rewards and suggestions for future research are discussed. Practitioner points Our study demonstrates the importance of rewarding employees as teams to motivate them to a greater extent. The results show that equitably distributed rewards lead to higher performance than equally distributed rewards. Managers should design their appraisal and feedback process for individual team members and the team as a whole. Our results provide useful information regarding the creation of appropriate reward systems. Differences in reward characteristics, team composition, and distribution rules offer practical implications for factors on organizational (i.e., personnel selection, frequency, and amount of rewards), team (i.e., team characteristics, type of performance measurement), and individual level (i.e., importance of rewards, personality).

show abstract

Section: Discussionsupporting

confidence: 86%

The effect of financial incentives on performance: A quantitative review of individual and team‐based financial incentives

Garbers

Konradt

2013

J Occupat & Organ Psyc

175

149

View full text Add to dashboard Cite

show abstract

“…Como los especialistas reconocen (Boada-Grau y Gil-Ripoll, 2011;Hoffman y Rogelberg, 1998;Marin García y Zárate Martínez, 2008;McClough y Rogelberg, 2003) mucho es el camino que queda por recorrer en este sentido. Esperemos que la disposición de herramientas mejoradas como la que aquí se expone ayude a este propósito.…”

Section: Discusión Y Conclusionesunclassified

Validez estructural de un cuestionario para medir comportamientos eficaces en los equipos de trabajo

2015

View full text Add to dashboard Cite

Resumen: Se presenta un estudio de la validez estructural del cuestionario planteado por Philip R. Harris (1995; traducción al castellano realizada por el Centro de Estudios Ramón Areces, 2001) orientado a evaluar la eficacia del comportamiento individual de las personas que trabajan en un equipo. El instrumento se aplicó a una muestra compuesta por 771 empleados pertenecientes a distintos equipos de trabajo existentes en diversas organizaciones dedicadas a la atención a la dependencia. La realización del análisis factorial exploratorio reveló una estructura factorial de tres dimensiones, etiquetadas como "habilidades comunicativas", "expresión emocional" y "aceptación", que explicaba el 63.2% de la varianza común total. El autor del cuestionario propuso una interpretación de los datos basada en las respuestas dadas a cada uno de los ítems del cuestionario por separado. Sin embargo, los resultados obtenidos en este estudio respaldan la obtención de puntuaciones en los tres factores extraídos, los cuales representan dimensiones relevantes en el estudio de las habilidades que los componentes de un equipo eficaces deben poseer. Palabras clave: Habilidades para el trabajo en equipo; conducta y equipos de trabajo; análisis factorial; comunicación; aceptación; emociones.Title: Structural validity of a questionnaire to measure effective behaviors in work teams. Abstract: We present a study of the structural validity of the questionnaire proposed by Philip R. Harris (1995; Spanish translation by the Centro de Estudios Ramón Areces, 2001) aimed to assess the effectiveness of the individual behavior of people working in a team. The instrument was applied to a sample of 771 employees from different teams existing in several organizations dedicated to the care of dependent adults. The completion of the exploratory factor analysis revealed a three-dimensional factor structure that explained 63.2% of the total common variance. The three factors identified in the analysis were labelled Communication skills, Emotional expression and Acceptance. Philip R. Harris proposed an interpretation of the test responses for each one of the questionnaire items separately; however, our results support obtaining of scores on the three factors extracted, which represent relevant dimensions in the study of the skills that the components of an effective team should possess.

show abstract

“…T eams are a popular participative management tool and there is considerable agreement that team structures will play an increasingly prominent role in organizations of the future (Guzzo 1995). Unfortunately, much is still unknown about designing the essential human resource support systems required for managing and supporting the change to team-based organizations (Hoffman and Rogelberg 1998), especially how to select employees for teams. The present study examines a promising new selection measure, the Teamwork Knowledge Skills and Ability test (Stevens and Campion 1994), and attempts to further demonstrate its versatility, generalizablity, and validity.…”

Section: Introductionmentioning

confidence: 99%

Selection in Teams: An Exploration of the Teamwork Knowledge, Skills, and Ability Test

McClough

Rogelberg

2003

Int J Selection Assessment

Self Cite

View full text Add to dashboard Cite

In 1994, Stevens and Campion introduced the Teamwork Knowledge, Skills, and Ability test (teamwork KSA test) for selecting employees for team-based organizations. Using experimental data from 57 ad hoc student teams (N 227), we examined this test's relationship with both the behavior of the assigned leader in a team and the behavior of the other team members, respectively. We found that the teamwork KSA test successfully predicted individual team member behavior as indexed by external raters (r .31) and peers (r .34) such that higher scores on the teamwork KSA test related to greater individual effectiveness within the team. The teamwork KSA test was unrelated to the behavior of the assigned leader in the teams studied. Self-efficacy for teamwork was not related to individual behavior in teams, nor did it moderate the relationship between the teamwork KSA test and individual performance in teams. Limitations as well as directions for future research in team selection are discussed.

show abstract

A guide to team incentive systems

Cited by 26 publications

References 26 publications

The effect of financial incentives on performance: A quantitative review of individual and team‐based financial incentives

The effect of financial incentives on performance: A quantitative review of individual and team‐based financial incentives

Validez estructural de un cuestionario para medir comportamientos eficaces en los equipos de trabajo

Selection in Teams: An Exploration of the Teamwork Knowledge, Skills, and Ability Test

Contact Info

Product

Resources

About